Agenda item

Dave Hole, CJC Implementation Programme Lead to present the report.

To note the contextual position.

The report was presented stating that this was an opportunity to provide the context of the CJC along with an update on the work that had been done. It was explained that two reports had already been submitted to the Joint Committee, the first back in June, in the early days of the programme following the transfer, which had identified an ambitious list of what needed to be done but it was a period where a Chief Executive had not been appointed. The second report was reported on in November, to update on the work that had been done and identify the challenges and resources needed to complete the work.

In terms of background, it was explained that the Growth Deal had transferred to the CJC back in April and now had full operational status and the ability to employ people. The need for the CJC to comply with the general duties of public sector organisations was expressed and it was noted that there was a statutory duty to produce a Strategic Development Plan and a Regional Transport Plan.

It was explained that significant progress had been made up to/and including the transfer with a very small team. Attention was drawn to the list presented in the report. It was reiterated that a programme of change had been developed based on priorities, and that the Chief Executive had been appointed in June 2025. It was noted that some factors had held matters back, such as the appointment of officers but they were working through the Service Level Agreements to receive the support needed.

Despite the challenges it was noted that work continued to develop and was in the duplication stages for areas such as the website. Challenges were highlighted such as delays in reviewing the Welsh Government's CJC prospectus, delays in the procurement and implementation of the Committee Management System and attracting applicants for positions such as Senior Procurement Officer. It was explained that there was still a need to implement two Sub-committees namely Standards and Overview and Scrutiny Committees. It was expressed that the development of a new ANW programme for 2026/27 and a roadmap for subsequent years was likely to push several projects forward.

The Chief Executive added that the CJC had reached where they were as a result of the support of staff from partners such as Cyngor Gwynedd and they were thanked for their work. It was emphasised that the Joint Committees across Wales were new and therefore it took time to navigate through the prioritisation process trying not to put extra pressure on North Wales Authorities but to ensure they meet the Government's requirements.

The Monitoring Officer noted that work was being and had been done to establish the CJC as a fairly small entity in scale, according to the size requirements of Local Government. Over and above its establishment, he noted that programmes had been developing in the background regionally and nationally. It was reiterated that the transfer of the Growth Deal had been a catalyst to move forward but that resources had been challenging due to the need to respond to statutory plans and requirements while justifying resources.

The Chief Finance Officer expressed that the resources pressure had been a challenge and that a lot of work had been done. It was explained that another meeting of the Governance and Audit Sub-committee would take place in mid-January as the CJC would need to accept the budget, as per law by January 31.

Attention was drawn to the Overview and Scrutiny and Standards Sub-committees, and it was asked whether there were dates now in place and concern was noted that scrutiny arrangements were not in place. The committee responded by noting that there was no further date as priorities need to be discussed in detail and discussed further with Local Authorities. The hope was expressed of holding the first meetings during the spring. It was elaborated to note that the Overview and Scrutiny journey was a long one as it was the North Wales Local Authorities who set up the scrutiny system and not the CJC. It was reiterated that the decision had gone through all Councils in July and that a programme of how the model will work needed to be created. The importance of scrutiny in terms of governance was emphasised.

In terms of the budget, it was noted that this process felt very late as Authorities were further ahead, and it could disrupt Local Authority budgets if levies rise. It was noted that this year's meeting was going to be a little late, but hopefully it would be possible to have it earlier next year. As for the levy, it was noted that discussions were taking place at officers and Leaders’ level and that any adjustment to the levy would not shock them.

Attention was drawn to the financial arrangement, asking whether reports sent to the CJC and members could be shared here to give fiscal context along with the main messages given in terms of the 2024/25 spending. This was agreed with the emphasis that consistent reporting in terms of expenditure would come to this committee. In terms of key messages, it was highlighted that there was a lot of underspend despite the work that had been done and put into reserves and that it would be against the levy for this year and next year. Obviously, it was explained that as there were developments this year, expenditure would increase which would lead to less underspend.

A slowness in decision-making was discussed as the membership of this Sub-committee had decided back in January with no formal meeting until December, and it was asked whether there was a way to increase the speed of decisions. They responded by noting that resources had been a problem in ensuring quality decisions were made, and that it had been difficult to appoint to positions. In relation to other issues, it was clarified that there were litigation implications for some areas in the CJC and as a result areas such as the Strategic Development Plan and Regional Transport Plan needed to be prioritised and speeded up. 

It was highlighted that the CJC was a new body with great responsibilities and that it needed to be ensured that the role of the Governance and Audit Sub-committee was embedded to what needed to be done. There was a request to see the risk register as soon as possible, along with further information on staffing and resources.